Rev Your Engines:
A New Hiring Race Is On
August 25, 2021
Gavin Morton, Head of People & Financial Operations Mark Vickers, Chief Research Analyst and Data Wrangler
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About the Survey
Respondents: 210 HR professionals.
Date Fielded: Late June to early August 2021
Organizations:
• The participants are HR professionals representing a broad
cross-section of employers by number of employees.
• The respondents represent a range of industries and geographic
locations, but the majority reside in North America, especially the
United States.
• Questions for the survey were guided by an independent
advisory board of talent acquisition experts who we thank for
their insights.
The State of Today’s
Talent Acquisition
Functions
HRRI’s Talent Acquisition Maturity Model
HRRI’s Talent Acquisition Maturity Model
LEVELS DESCRIPTIONS
Nonexistent Have nothing resembling a standard or organized process
Chaotic Processes are all over the place, varying by department and position
Improvisational Have a basic process but everyone improvises the details so it varies
widely in practice
Progressing Have a structured process with basic metrics but challenges remain
and outcomes are uncertain
Advanced results-oriented Have a TA function with measurable goals, good results and a
continuous improvement mindset
Top-notch strategic Have a TA function that gets us best-in-class talent, meets our strategic
goals and suits our culture
Finding: Few talent acquisition functions are top-notch or
advanced
2%
8%
21%
51%
15%
3%
Nonexistent Chaotic Improvisational Progressing Advanced results-oriented Top-notch strategic
Survey question: Which of these designations best describes
the talent acquisition (TA) process in your organization?
(select one that best applies)
TA leader organizations: Those who answered the question “Which of these
designations best describes the talent acquisition (TA) process in your
organization?” as “advanced results-oriented” or “top-notch strategic.”
TA laggard organizations: Those who answered the question “Which of these
designations best describes the talent acquisition (TA) process in your
organization?” as “nonexistent,” “chaotic,” “improvisational” or “progressing.”
We cannot say with certainty that there are causal relations among the factors
related to performance, but we can draw potentially useful inferences.
How Do TA Leaders Differ from TA Laggards?
Key Takeaway
Assess the “maturity” of your recruitment function
The Relationship Between
TA and Talent
Finding: About half feel the quality of talent in their organization
is above average or top notch
3%
8%
36%
45%
8%
Well below average Below average Average-ish Above average Top-notch
Survey question: How would you rate the overall talent of your
organization in comparison to other companies in your industry?
Finding: TA leaders tend to have superior overall talent
45%
90%
Non-expert TA Organizations Expert TA Organizations
Survey question: How would you rate the overall talent of your
organization in comparison to other companies in your industry?
(Percent responding above average or top notch)
Key Takeaway
Prioritize both speed and quality
The Drivers of and
Barriers to Talent
Acquisition
Finding: Just over half
of organizations say
hiring great talent is a
top-three priority
6%
10%
30%
36%
18%
Relatively unimportant, not among our top 20 issues
Moderately important, being among our top 20 issues
Important, being among our top 10 issues Pivotal, being among our top 3 issues Essential, being our top issue
Survey question: Relative to other issues, how important is
hiring great talent in your organization? (select the one that
best applies)
Finding: TA leader organizations place far more emphasis on
the importance of hiring great talent
49%
76%
TA laggard organizations TA leader organizations
Survey question: Relative to other issues, how important is hiring
great talent in your organization?
(Percent responding pivotal or essential)
Key Takeaway
Tie recruitment efforts to both present and future organizational
priorities
Talent Acquisition Drivers
and Barriers
Finding: The need
to hire quickly is
the top driver of
talent acquisition
8%
16%
34%
39%
43%
51%
51%
62%
63%
Keep in touch with former employees Expand into other regions/countries to fulfill
marketplace needs
Hire better or different leaders Upgrade organizational skills Increase diversity, equity and inclusion Adjust to changing business circumstances Cope with turnover Add enough workers to support growth Need to hire quickly
Survey question: Which of the following organizational
needs are key drivers of talent acquisition in your
organization? (select all that apply)
Finding: The
biggest barrier to
successful talent
acquisition is
finding the right
talent
14%
14%
18%
18%
20%
22%
27%
30%
46%
61%
Not well linked to the strategic goals of the firm Not enough certainty about the future Not enough useful technologies Not making the business case for more/better hires Not enough of a leadership priority Not enough skills among recruitment staff Not a strong enough employer brand Not enough funds Not right skills in applicant pool Not able to find the talent that meets the job
requirements
Survey question: What is hindering talent acquisition in your
organization? (select all that apply)
Finding: TA leader organizations are much less likely to
encounter organizational hindrances to talent acquisition
22%
30%
32%
11%
7%
18%
Not enough of a leadership priority Not a strong enough employer brand Not enough funds
Survey question: What is hindering talent acquisition in your
organization? (select all that apply)
TA leader organizations TA laggard organizations
Gap 14 pts
23 pts
11 pts
Key Takeaway
Build a pool of talented candidates
Talent Acquisition Practices
and Technologies
Finding: Time to hire is the most used metric
17%
14%
15%
22%
25%
26%
29%
33%
40%
44%
49%
We do not use such metrics Internal mobility Number of regrettable hires Return on investment (ROI) Cost per hire Degree of diversity and inclusion Source of hire Applicants per position Tenure/retention Quality of hire Time to hire and/or time to fill
Survey question: Which of the following metrics does your
organization regularly use to gauge the success of talent acquisition?
(select all that apply)
Finding: TA leader
organizations are
much more likely to
measure talent
acquisition
outcomes, with DEI
being a major
difference
31%
18%
26%
45%
20%
46%
39%
46%
69%
58%
Applicants per position Return on investment (ROI) Source of hire Time to hire and/or time to fill Degree of diversity and inclusion
Survey question: Which metrics does your organization
regularly use to gauge the success of talent acquisition?
(select all that apply)
TA leader organizations TA laggard organizations
Percentage
38 pts
20 pts
21 pts
15 pts 24 pts
Key Takeaway
Establish clear goals for your recruiting efforts and measure
them
Finding: Applicant
tracking systems
(ATS) are still the
most widely used
recruiting
technology
9%
10%
16%
18%
20%
27%
28%
38%
38%
41%
53%
Talent and skills analytics technology We do not have such technologies Internal talent/mobility management/tracking…
Recruitment marketing system Sourcing technology Remote conferencing or events Assessments Referral system/platform (integrated or not) Performance management system Video interviewing technology Applicant tracking system (standalone or part of…
Survey question: What talent acquisition technologies
does your organization currently have access to and utilize?
(select all that apply)
Finding: TA leader organizations are more likely to use a
greater variety of technology tools
7%
16%
35%
17%
17%
31%
55%
38%
Talent and skills analytics technology Recruitment marketing system Referral system/platform (integrated or not) Sourcing technology
Survey question: What talent acquisition technologies does your organization
currently have access to and utilize? (select all that apply)
TA leader organizations TA laggard organizations
21 pts
20 pts 15 pts 10 pts
Finding: TA leader organizations are more likely to have some
type of integration within their tech stack
52%
88%
TA laggard organizations TA leader organizations
Survey question: How integrated are your recruitment
technologies?
(Percent responding somewhat or very integrated)
Finding: Programmatic advertising is gaining traction
10%
43%
47%
Survey question: Does your organization use programmatic
advertising?
Yes, a lot Yes, a little No, never
Finding: TA leader organizations are more likely to use
programmatic advertising
44%
96%
TA laggard organizations TA leader organizations
Survey question: Does your organization use programmatic
advertising?
(Percent responding a little or a lot)
Key Takeaway
Embrace new recruiting technologies when they
can improve efficiency and effectiveness
What Will the Future of Talent
Acquisition Look Like?
Finding: The most
widely cited goal
for the next three
years is
maintaining an
active pool of
candidates
24%
29%
30%
33%
34%
34%
36%
38%
40%
46%
47%
55%
0% 10% 20% 30% 40% 50% 60%
Coordinate more with marketing Hire the best talent no matter where they live Make assessments match up with job requirements better Keep costs lower Train talent acquisition experts to be more strategic…
Hire more diverse candidates Use more automation Better predict future talent needs (e.g., via data analytics) Leverage new and/or existing technologies better Cultivate a stronger employer brand Stay as agile as possible to react quickly Maintain an active and engaged pool of possible candidates
Survey question: Which of the following will be key goals for your
organization's talent acquisition function over the next three
years? (select all that apply)
Finding: Improving hiring quality is the most critical area for
future recruitment success
10%
27%
30%
30%
31%
39%
45%
47%
48%
63%
More connected to former employees (aka alumni) More high-tech More marketing focused More agile More analytics-based More integrated systems More strategic, aligning with corporate goals More productive and efficient More ability to source and hire diverse candidates More focused on quality candidates
Survey question: Which of the following improvements do you
think will be most important to talent acquisition over the next
three years in your organization? (select all that apply)
Key Takeaway
Evaluate where and how you find your best employees
Key Takeaway
Understand why a candidate would accept an offer
from you rather than from a competing firm
Finding: Applicant
tracking systems
(ATS) will remain
the most important
technology over
the next three
years
7%
7%
22%
24%
33%
37%
40%
41%
41%
50%
54%
Mixed-reality devices Employer of record Artificial intelligence/machine learning Scheduling Referral systems Background/reference checking Mobile technology Remote, video-based hiring Assessments Recruitment marketing platforms Applicant tracking systems
Survey question: Which of the following technologies will
be most important to talent acquisition in your organization
over the next three years? (select all that apply)
Finding: AI will play a larger future role
9%
28%
38%
40%
42%
42%
49%
54%
It will not have an influence Make recommendations (e.g., qualifications,
salary)
Conduct assessments Reduce hiring bias Engage candidates Prioritize resumes and applications Target candidate searches Automate processes
Survey question: Where do you believe artificial
intelligence (AI) will have the largest influences on your
recruiting efforts over the next three years? (select all that
apply)
Finding: About two-fifths say the number of open positions
filled by employee referrals will increase
1%
5%
55%
35%
4%
Will decrease a lot Will decrease a little Will stay about the same as it is today Will increase a little Will increase a lot
Survey question: Over the next three years, will the
percentage of open positions filled via employee referrals
increase, decrease or stay the same in your organization?
(please provide your best estimate)
Finding: In the future, TA leader organizations will fill more
open positions with internal referrals
33%
69%
TA laggard organizations TA leader organizations
Survey question: Over the next three years, will the percentage
of open positions filled via employee referrals increase, decrease
or stay the same in your organization?
(Percent responding will increase a little or a lot)
Finding: Increased competition for talent will be the most
important trend in TA over the next three years
11%
14%
29%
29%
36%
40%
42%
48%
49%
53%
55%
More segmentation of candidates Increased international hiring Increased data availability Increased hiring of remote workers Willingness of candidates to come into physical work place More focus on diversity, equity and inclusion Use of different marketing strategies for different candidates Greater connectivity (e.g., social media, YouTube) Prioritization of candidate experience Need to fill skills gaps Increased competition for talent
